人力资源管理中英文对照外文翻译文献
中英文对照外文翻译文献
(文档含英文原文和中文翻译)
原文：
The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel Analysis
Abstract
Purpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.
Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech ?rms.
Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signi?cantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.
Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are bene?cial to the goals of the ?rms. Furthermore ,our ?ndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit e mployees’ in-role behaviors by providing ?nancial and other non-?nancial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.
Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors.
Introduction
Human Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system.
Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also in?uence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.
In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the ful?llment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ?ndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have con?rmed that violated psychological contracts negatively in?uence employees’ role behaviors while ful?lled psychological contracts have positive in?uences. However, no studies have empirically examined psychological contracts as a linking
mechanism between HR systems and employee behaviors.
Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systems and role behaviors. Our results will provide insights regarding the reason for HR sy stems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them speci?c inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HR system–employee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly.
Psychological Contracts
Initially, a psychological contract was de?ned as an implicit, unwritten agreement between parties to respect each other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.
In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the followi ng ?ve characteristics: focus ,time frame, stability, scope, and tangibility. Speci?cally, transactional contracts focus on economic terms, have a speci?c duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.
In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges o f speci?ed performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-speci?ed performance terms. Empirical evidence supports not only the existence of these two different types of psychological contracts, but also the movement between them. For example, Robinson et al.
(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.
Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.
In contrast, when an organization applies a low commitment-based HR system, such as narrowly de?ned jobs,limited training efforts, relatively limited bene?ts, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts.
Hypothesis 2Commitment-based HR systems will negatively relate to transactional psychological contracts.
The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.
Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such as HR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. In other words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HR systems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.
Role behavior refers to the recurring actions of an individual appropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-role and extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities of an assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide ?nancial and other non-?nancial, but tangible inducements in exchange for employees’ in-role behaviors.
The exchange of ?nancial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptions
regarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive bene?ts in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.
Hypothesis 3Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.
In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that bene?t the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. For this reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.
The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2005). In other words, to elicit employe es’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system–OCBs relationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs.
Methods
Sample and Procedure
The solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2005).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech ?rms, and these ?rms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).
Since personal contacts signi?cantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personal
contacts and a snowballing technique. All of these companies are publicly held companies or have employees numbering over one hundred. We distributed 75 survey packages to 60 high-tech ?rms. Each survey package contained an immediate manager questionnaire and ?ve knowledge worker questionnaires. A cover letter for immediate managers attached to each survey package explained the objective of the survey, assured respondents of the con?dentiality of their responses, and asked them to randomly select ?ve subordinates to complete the knowledge worker questionnaires. Thirty-two survey packages were returned for a response rate of 42.67%. Speci?cally,we received questionnaires from 32 immediate managers and 146 knowledge workers from 25 high-tech ?rms. After deleting incomplete questionnaires and records with unmatched supervisor-worker dyads, we had data from 28 immediate managers and 127 knowledge workers from 25 high-tech ?rms,representing effective response rates of 47 and 42 percent.
Eighty-seven percent of immediate managers were male. The average age was 40 years old, and respondents had on average 11 years (SD = 7.67) of experience in a high-tech ?eld. Twenty-six percent of them had PhD degrees, 52% had master’s degrees, 9% had bachelor’s degrees, and 13% had vocational school diplomas. Compared to immediate managers, 68 percent of knowledge workers were male. The average age of the knowledge worker was 33 years old, with 80 months of work experience. Sixty-four percent of them were engineers, and 29% were R&D professionals. Ten percent had PhD degrees,42% had master’s degrees, 34% had bachelor’s degrees,and 14% had vocational school diplomas.
Measures
Commitment-based HR System
Lepak and Snell’s (2002) twenty-item scale was adopted to measure the extent to which an organiza tion’s HR system nurtured employee involvement and maximized the organization’s return on its HR investment. The original scale was in English. It was translated into Chinese and then back-translated into English (Brislin 1980) by two Chinese bilingual academics. We then gave the English and Chinese versions of the questionnaires to yet another Chinese academic (a professor of HRM) to check whether the Chinese version was accurate. The response scale ranged from 1 (strongly disagree) to 5 (strongly agree). These employees perform jobs that empower them to make decisions.
Discussion
Our study contributes to both the human resource management and psychological contract literature in a number of ways. Research results indicated that commitment based HR systems would be signi?cantly and positively associated with their in-role behaviors and OCBs, adding
to our understanding of the relationship between HR systems and role behaviors. The results further indicated that relational psychological contracts mediate the relationship between commitment-based HR systems and role behaviors. In other words, when a ?rm adopts a commitment-based HR system concerning its knowledge workers, the knowledge workers might perceive that they have open-ended employment arrangements based upon mutual trust, thereby, are willing to perform higher level in-role behaviors and OCBs. This ?nding not only empirically supports Wright and Boswell’s (2002) contention that psychological contracts can be best viewed as the linking mechanism between HR systems and employee behaviors, but also provides a possible explanation as to how a commitment-based HR system in?uences knowledge workers’ role behaviors.
译文：
心理契约关于人力资源与行为角色的中介作用：多层次的分析
摘要
目的：这个研究的目的是剖析心理契约关于人力资源与行为角色的中介作用。
设计／方法／途径：多层次的分析是在25所台湾高科技企业中进行的，收集了146位知识型员工和28位经理的信息。
以承诺为基础的人力资源系统和角色行为在心理契约中介作用的关系中与公共生活中的公民行为是一样。交易型心理契约并没有明显的调解这种关系。总而言之，这个结果同样表明基于人力资源系统与心理契约的关系是积极地，与交易型心理契约的关系是消极的。
实践意义：以承诺为基础的人力资源系统能够得出一个宽泛的知识性员工的行为标准，这有利于企业的目标。此外，我们的结果同时得到了更深入的了解，了解怎样的人力资源系统能够引起员工的角色行为。组织通过为员工提供货币和非货币的方式引导出员工的角色行为，但是这种方式必须是有形的。利诱和促进员工的潜在角色行为，通过
为其提供的积极的经验例如尊重、承诺、支持。
创新／价值：这项研究中一项主要的目的是证实心理契约对于人力资源系统与员工行为的心理逻辑作用。
介绍
人力资源系统创造并且支持雇用关系。这种方式实施雇用关系将估计员工的心理契约或个人的信仰，它在组织中形成。因此，对待心理契约就像对待员工信仰和人力资源系统一样。
以外，心理契约反应员工的信仰，这种信仰是关于员工彼此的义务。员工根据他们的心理契约倾向于执行那些他们相信的工作。因此，心理逻辑契约与员工角色行为、转变意图、承诺和信任有密切的关系。换言之，心理契约不仅被人力资源系统公式化，而且还影响员工的行为。结果，心理契约可以被观看作为人力资源系统和员工行为之间的联系机构。
在过去十年中，大多数心理契约研究侧重于查明心理契约组成部分和雇主履行或违反了心理契约的影响。例如，罗宾逊等人发现，心理契约的组件包括基于目前业绩、培训水平、长期工作保障和职业发展而制定的高薪。根据这些发现，罗宾逊和莫里森进一步指出当员工的期望受到侵犯时，他们很少能够参与民事美德行为。总之，研究人员已经证实，违反心理契约产生的负面影响，将影响员工的行为，而履行心理契约将产生积极的影响。
因此，这个研究的目的是证明心理契约将会调节人力资源系统和员工角色行为的相连关系。我们的结果将会提供有关人力资源系统对员工的角色行为的影响的解释。根据这些了解，人力资源从业人员将会获得更多对于如何促进员工角色行为的理解。随后，我们对心理契约研究进行简要的回顾，讨论人力资源系统和心理契约之间的关系，并且提出心理契约作为人力资源系统和员工角色行为的调节者。人力资源系统被认为是组织层面的变量，而心理契约和作用的行为都视为个体水平的变量。因此，人力资源系统和这些变量的关系被认为是交叉级的关系，而且相应的被测试。
心理契约
最初，心理契约被解释为在各方之间一种含蓄的、非书面的协议，并且这个协议要尊重各自的标准。同时，主要的被作为一个框架，这个框架的作用是员工和雇主之间含蓄的转变关系。它没有获得重要的地位，直到卢梭在20世纪90年代创新性的工作。根据卢梭的研究，心理契约是个人的信念，信念就条款和雇员与雇主之间的相互交流的协
议。此外，心理契约还包括不同的心理模型，这些心理模型是员工担负有关工作场所的义务。
按照麦克尼尔的类型学契约的约定，卢梭同样把心理契约分为两类：交易心理契约和关系型心理契约。根据卢梭和麦克尼尔的体系交易心理契约和关系性心理契约区别于以下五个特点：重点、时限、稳定性、范围和有形型。具体而言，交易心理契约的重点在于经济的时限上，它有具体的期限，是静态的，范围狭窄，并且很容易观察。关系型心理契约同时关注经济时限和社会情感，它是无期限的，是动态的，范围十分广泛，而且是主观的理解。
总之，交易心理契约是指短的、特定性能的，同时关系型心理契约是指非长期的交流安排，是具体性能方面。实证证据支持，不仅有这两种不同类型的心理契约的存在，而且它们之间还存在相互的转化。
假设1 已承诺为基础的人力资源系统与心理契约的关系将会更加的紧密。
相反，当一个组织采用一个低效的，以承诺为基础的人力资源系统时，例如狭隘的工作界定、有限的培训结果、相对有限的效益和较低的薪酬，员工就会感觉该组织为他们提供很少的培训机会或职业生涯发展计划。这些看法将形成员工的交易型心理契约，这个主要集中在短期与组织相互交换协议的经济发面的问题。因此，我们假设这个以承诺为基础的人力资源系统将带来有关交易型心理契约的负面影响。
假设2以承诺为基础的人力资源系统将带来有关交易型心理契约的负面影响。
心理契约是关于人力资源与行为角色的中介作用。
组织和其员工可以别看作是社会交换关系的当事方。根据组织的活动，例如人力资源系统，员工会产生他们自己的看法，从而在回馈组织时会决定他们的角色行为。因此，心理契约是调节以承诺为基础的人力资源系统和角色行为。
角色行为是指个人与他人重复的相关活动。有两种类型的角色行为：角色中行为和角色外行为。角色中行为是在履行职责和分配工作的职权范围的工作角色。由于他们工作角色的需求，雇主采取正式的奖励制度，这将提供财政和其他非金融方式，但是有形的诱惑将会改变员工的角色中行为。
金融和有形的利诱交流是经济交流的主要特点，因此，以承诺为基础的人力资源系统和员工的角色中行为可以被视为一种经济交流。换言之，以承诺为基础的人力资源系统通过塑造员工的看法，将引出员工的角色中行为，这些看法是在其自身和组织之间交流中形成的。
假设 3 关系型心理契约和交易型心理契约都会调节以承诺为基础的人力资源系统和角色中行为的关系。
相反，角色外行为例如组织员工行为，将有益于组织和超越现有角色期望。组织员工行为不需要工作角色，同时雇主也没有正式的奖励他们。基于这些原因，员工只有在当他们拥有积极地经验时才会履行组织员工行为以得到回报，这些经验有组织的参与、承诺与支持。“最大化的承诺”被称为以承诺为基础的人力资源系统的标签，他们通过提供积极的经验促进组织员工行为。
这种积极经验的回报是一种社会交换。换句话说，社会情感方面需要在雇主和他们的组织之间交流协议，已达到引出组织员工行为。由于交易型心理契约不着眼于社会和情感的交流关系，他们不期望去调节人力资源系统和组织员工行为的关系。因此，我们推测交易型心理契约调节以承诺为基础的人力资源系统和组织员工行为的关系。
方法
样本和步骤
在全球的经济下，台湾高科技产业实力雄厚。知识型员工，例如研发人员和工程师已经作为该科技企业的核心人力资源来看待，同时这些公司希望通过以承诺为基础的人力资源系统来管理他们的知识型员工。
由于个人接触公司的机会增多，我们利用个人的接触和滚雪球的技术大大促进公司进入华人社区的机会。这些公司都是上市公司或是员工超过100人的公司。我们调查了75家中小公司到60家高科技企业。每一个调查中包括了一名经理的问卷和5名知识性员工的问卷。每一份调查问卷中都为调查的经理准备了一封信件，用于解释此项调查的目的，同时使调查者放心问卷的回答是保密的，并要求他们随即选择5名下属来完成知识型员工的问卷。32个被调查问卷的回收率是42.67%。具体来说，我们从25家高科技企业收到了32名经理和146名知识型员工的问卷。删除不完整的和无与伦比的监督记录后，我们从25家高科技企业中选出25名经理和127名知识型员工用以代表42%的有效反应率。
87%的经理是男性。他们的平均年龄是40，同时他们在高科技领域的工作时间平均为11年。26%是博士学位，52%是硕士学位，9%是学士学位，还有13%拥有职业学校毕业证书。与管理人员相比，68%的知识型员工是男性。知识型员工的平均年龄是33岁，并且有80个月的工作经验。其中，64%是工程师，29%是研发人员。10%拥有博士学位，42%有硕士学位，34%有学士学位，14%拥有职业学校毕业证书。
企业物流外包外文翻译文献
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? E. 迈尔, 生物学思想发展的历史, 四川教育人民出版社, 1990（网上下载） ?威尔逊, 新的综合：社会生物学（李昆峰编译）, 四川人民出版社, 1985（网上下载） 战略总论 ?项保华, 战略管理——艺术与实务（第3版）, 华夏出版社, 2003 ?明茨伯格等, 战略历程：纵览战略管理学派, 机械工业出版社, 2002 ?拜瑞·J·内勒巴夫；亚当·M·布兰登勃格, 合作竞争（Co-Opetition）, 安徽人民出版社, 2000 ?迈克尔·波特, 竞争战略（原著1980年出版）, 华夏出版社, 2003 ?迈克尔·波特, 竞争优势（原著1985年出版）, 华夏出版社, 2003 ?迈克尔·波特, 国家竞争优势（原著1990年出版）, 华夏出版社, 2002 ?迈克尔·波特等, 未来的战略, 四川人民出版社, 2000 ?格里·约翰逊；凯万·斯科尔斯, 公司战略教程, 华夏出版社, 1998 ?小乔治·斯托尔克等, 企业成长战略, 中国人民大学出版社、哈佛商学院出版社, 1999 专题探讨 ?保罗·索尔曼、托马斯·弗利德曼, 企业竞争战略, 中国友谊出版公司, 1985 ?罗伯特·艾克斯罗德, 对策中的制胜之道：合作的进化, 上海人民出版社, 1996 ?约瑟夫·巴达拉克, 界定时刻——两难境地的选择, 经济日报出版社、哈佛商学院出版社, 1998 ?芝加哥大学商学院、欧洲管理学院、密歇根大学商学院、牛津大学赛德商学院, 把握战略：MBA战略精要, 北京大学出版社, 2003 ?哈默尔、普拉哈拉德, 竞争大未来, 昆仑出版社, 1998 ?尼尔·瑞克曼, 合作竞争大未来, 经济管理出版社, 1998 ?卡尔·W.斯特恩、小乔治·斯托克, 公司战略透视, 上海远东出版社, 1999 ?乔尔·布利克、戴维·厄恩斯特, 协作型竞争, 中国大百科全书出版社, 1998
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